Key Takeaways
1. Manage Processes, Not People: Empower Your Team
The mistake a lot of managers make is to think they are managing people.
Focus on systems. Instead of micromanaging individuals, concentrate on creating efficient processes and strategies. This approach allows team members to manage themselves, freeing you to focus on the bigger picture. For example, instead of telling a sales team how to make each call, create a sales process that they can follow and adapt.
Empowerment is key. When you manage processes, you empower your team to take ownership of their work. This fosters a sense of responsibility and encourages them to find their own solutions. This can be achieved by:
- Clearly defining roles and responsibilities
- Providing the necessary resources and training
- Giving them autonomy to make decisions within their scope
Strategic management. By managing processes, you shift your focus from day-to-day tasks to long-term strategy. This allows you to see the big picture, identify opportunities, and guide your team towards success. This also means you can focus on planning, setting goals, and monitoring progress, rather than getting bogged down in the details.
2. Emotional Investment: Make Them Care
Get them convinced—because it is true of course—that what they do makes a difference.
Meaningful work. To get the best from your team, you must inspire them to care about what they do. Help them see the relevance of their work and how it impacts people's lives. For example, a customer service team can be shown how their work helps customers solve problems and improve their lives.
Instill pride. Find value in every role and instill pride in those who do it. Even seemingly mundane tasks contribute to the overall success of the organization. For example, a data entry clerk can be shown how their work ensures accurate records and helps the company make informed decisions.
Tap into intrinsic motivation. People want to be valued and useful. By tapping into this intrinsic motivation, you can create a team that is engaged, passionate, and committed to their work. This can be achieved by:
- Recognizing and appreciating their contributions
- Providing opportunities for growth and development
- Creating a positive and supportive work environment
3. Realistic Targets: Achieve, Don't Just Stretch
When I say realistic, I don’t say lower or easy-to-achieve targets. I say realistic.
Achievable goals. Set targets that are challenging but achievable. Unrealistic targets can demotivate your team and lead to burnout. For example, instead of setting a sales target that is double last year's, set a target that is 10-20% higher, based on market analysis and team capabilities.
Feedback loop. If your bosses set unrealistic targets, feed that back to them. Don't argue or procrastinate; ask how they think the targets could be achievable. This approach helps to ensure that targets are based on reality and not just wishful thinking.
Marry expectations. You must marry what your team is capable of with what your bosses expect. This requires open communication and a willingness to negotiate. For example, if your team is struggling to meet a deadline, communicate this to your boss and suggest a more realistic timeline.
4. Meetings That Matter: Be Brief, Be Effective, Be Fun
Decide in advance what the objective of the meeting is and make sure you meet that objective.
Purpose-driven meetings. Meetings should have a clear objective. Decide in advance what you want to achieve and make sure the meeting stays focused on that goal. For example, a meeting to brainstorm ideas should not turn into a status update.
Time management. Keep meetings brief and effective. Start on time, don't wait for latecomers, and end as soon as the objective is met. Holding meetings at the end of the day can help keep them shorter, as people are eager to go home.
Engaging environment. Make meetings fun by allowing people to be themselves and share their ideas. This doesn't mean being silly or stupid, but rather creating a relaxed and open atmosphere. For example, allow people to share stories or anecdotes that lighten the mood.
5. Develop Your Team: Make Them Better Than You
You have to make members of your team better than you, which means trusting them.
Cultivate talent. Encourage your team to grow and develop their skills. Provide them with the best resources and training to help them reach their full potential. For example, offer training courses, mentorship programs, and opportunities to take on new challenges.
Trust and confidence. Trust your team to take over from you and be confident enough in your own abilities not to be jealous of them when they do. This requires a high level of self-assurance and a willingness to let go. For example, delegate tasks to team members and give them the autonomy to make decisions.
Habit of success. After you've built a good team, it gets in the habit of having you as the manager, and then it feels comfortable with that and doesn't mutiny or overtake you. Teams do that only when they feel resentful or mistrusted. So bring 'em on and train 'em up and make 'em better.
6. Lead by Example: Set the Standard
If you don’t set the standard, raise the tone, be the person you want your team to be, then you won’t be a truly great manager.
Be the role model. Your team will take their lead from you. If you play dirty, backstab, or are unethical, your team will follow suit. On the other hand, if you are hardworking, respectful, and ethical, your team will be inspired to do the same.
Positive attitude. If you whine, complain, or take a negative view, your team will copy those things instead. You must set the standard by being positive, enthusiastic, and proactive. For example, approach every task with enthusiasm and a can-do attitude.
Consistent behavior. Be the person you want your team to be. Treat people fairly, encourage others, and deliver better than you promised. This will create a positive atmosphere and inspire your team to do the same. For example, be on time, be prepared, and be respectful in all your interactions.
7. Clear Boundaries: Firm, Fair, and Consistent
The good thing with clear boundaries and zero tolerance is you have a finite line—a yardstick by which you can judge everything.
Zero tolerance. Set clear boundaries and practice zero tolerance to survive. If you are seen to be soft, they'll take advantage. For example, if timekeeping is a key boundary, then be consistent in enforcing it.
Key boundaries. Decide on your few key boundaries that are important to you, the team, and the business. Make them clear and firm. For example, dress code, customer care, and deadlines.
Team focus. Remember you are dealing with a team and not an individual. If you are seen to be soft on one individual, then you must be soft on all. The good manager is firm on inappropriate behavior because this sends out a clear message to all the team.
8. Delegate and Trust: Offload and Empower
Give ’em a job to do and let them get on with it.
Manage processes, not people. Your job is to manage events, processes, situations, and strategies, but never people. People can manage themselves if you let them. For example, give a gardener the job to do and then let him get on with it.
Trust your team. Give your team a job to do and let them get on with it. Check once or twice to make sure they've done it the way you want it done, and then next time just let them get on with it. For example, delegate tasks to team members and give them the autonomy to make decisions.
Focus on strategy. By delegating tasks, you free yourself up for long-term strategy, seeing the big picture, and planning. This allows you to focus on the real job of management. For example, spend time planning for the future, rather than getting bogged down in day-to-day tasks.
9. Embrace Mistakes: Learn and Grow
Tell me and I’ll remember for an hour; show me and I’ll remember for a day; but let me do it and I’ll remember forever.
Learning through doing. People learn best by doing, and that means they will make mistakes. You must let them make mistakes if they are to progress. For example, let a new team member handle a client call, even if they might make a mistake.
Supportive environment. Be ready to mop up after them, but don't tell them off. Instead, offer praise and encouragement. For example, after a mistake, offer praise for the effort and help them learn from it.
Progress through mistakes. The spilling process is important; you have to let them do it; and they will progress to not spilling but only after they get the spilling out of the way first. Make sure you have your cloth behind your back ready to mop up after them.
10. Be Decisive: Act, Don't Hesitate
Better to jump and make a mistake than to sit there too frightened to make a move.
Courage to decide. Be decisive, even if it means being wrong sometimes. Indecision can be more damaging than making the wrong choice. For example, if you have to choose between two options, make a decision and move forward.
Learn from errors. If you make the wrong decision, learn from it and move on. Don't dwell on your mistakes; use them as an opportunity to grow. For example, analyze what went wrong and make a plan to prevent it from happening again.
Dynamic leadership. Be dynamic and bold. Don't be afraid to take risks. The instinctive manager around whom anything can happen—and will. If you want to sit on a fence, go find another book to read.
11. Self-Management: Prioritize, Plan, and Protect
You have to buckle down and just do it.
Ruthless efficiency. Get the basic job done, get it done well, and work extremely hard at it. You have to be organized, dedicated, focused, and ruthlessly efficient. For example, clear your desk, use lists, and set deadlines.
Value your time. Know what your time is worth and make sure you are using it productively and profitably. Cut out time-wasting activities and focus on what is important. For example, avoid pointless meetings and prioritize tasks that contribute to the bottom line.
Proactive planning. Put aside time each week for forward planning. Ask yourself how you can improve, innovate, and stay ahead of the game. For example, spend 30 minutes each week thinking about new strategies and opportunities.
12. Be a Leader: Inspire, Connect, and Serve
You are the most important person on your team, and you’d better know it.
Set the tone. You are the most important person on your team because everyone else will take their lead from you. You set the bar. If you shine, everyone shines. If you fail, everyone fails.
Inspire loyalty. Inspire loyalty and team spirit by rewarding, praising, and trusting your team. Genuinely care about them and their lives. For example, celebrate successes, offer encouragement, and be kind.
Serve your team. Be a leader who serves your team. Get them the best resources, train them to take over from you, and trust them to get on with it. For example, fight for your team, get them the best resources, and let them know you are on their side.
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FAQ
1. What’s "Rules of Management: The Definitive Guide to Managerial Success" by Richard Templar about?
- Comprehensive guide to management: The book offers a practical, no-nonsense collection of "rules" for managers at any level, focusing on both managing teams and managing oneself.
- Unwritten and unspoken rules: Templar emphasizes the importance of the often-overlooked, unwritten rules that make managers effective, beyond what is taught in formal training.
- Two-part structure: The book is divided into two main sections: "Managing Your Team" and "Managing Yourself," each with actionable advice.
- Accessible and relatable: Written in a conversational, witty style, the book uses real-world examples and anecdotes to illustrate its points, making it easy to apply in daily management.
2. Why should I read "Rules of Management" by Richard Templar?
- Practical, actionable advice: The book distills management wisdom into clear, concise rules that can be implemented immediately, regardless of your experience level.
- Focus on real-world challenges: Templar addresses the everyday realities and frustrations of management, offering solutions that go beyond theory.
- Boosts confidence and effectiveness: By following these rules, managers can become more confident, respected, and successful in their roles.
- Applicable to all managers: Whether you manage one person or a thousand, the rules are designed to be universally relevant and adaptable.
3. What are the key takeaways from "Rules of Management" by Richard Templar?
- Management is both art and science: Success comes from mastering both formal processes and the subtle, human aspects of leadership.
- Self-management is as important as team management: Effective managers must manage their own time, stress, and development as rigorously as they manage others.
- Consistency, trust, and respect are vital: Setting clear standards, trusting your team, and earning respect (rather than just being liked) are central themes.
- Continuous learning and adaptability: The best managers are always learning, open to feedback, and ready to adapt to change.
4. How does Richard Templar define the role of a manager in "Rules of Management"?
- Getting results through others: Templar aligns with definitions from Harvard and Peter Drucker, emphasizing that managers achieve outcomes by enabling others.
- Managing processes, not just people: The real job is to manage strategies and processes, allowing people to manage themselves within clear boundaries.
- Buffer and leader: Managers act as a buffer between higher management and staff, translating directives and protecting their teams.
- Standard-setter and role model: Managers must set the tone, standards, and culture for their teams through their own behavior.
5. What are the most important rules for managing a team according to "Rules of Management"?
- Get them emotionally involved: Inspire your team to care about their work and see its broader impact.
- Set clear, realistic targets: Ensure goals are challenging but achievable, and communicate them transparently.
- Encourage autonomy and trust: Delegate effectively, let people make mistakes, and show visible trust in their abilities.
- Celebrate and reward effort: Recognize both successes and honest efforts, fostering a positive, motivating environment.
- Handle conflict and differences: Be sensitive to friction, respect individual differences, and create a supportive team atmosphere.
6. What are the key self-management strategies in "Rules of Management" by Richard Templar?
- Work hard and set the standard: Lead by example in work ethic, punctuality, and professionalism.
- Prioritize and focus: Cut out unnecessary tasks, focus on what drives results, and value your time.
- Be proactive and adaptable: Plan ahead, embrace change, and be ready to unlearn outdated methods.
- Manage stress and health: Recognize signs of stress, maintain work-life balance, and look after your physical and mental well-being.
- Keep learning and seeking feedback: Continuously improve by learning from mistakes, competitors, and feedback from others.
7. How does "Rules of Management" by Richard Templar suggest handling meetings and communication?
- Purpose-driven meetings: Only hold meetings with a clear objective, and ensure every agenda item leads to an action plan.
- Efficiency and punctuality: Start on time, never wait for latecomers, and keep meetings as brief as possible.
- Make meetings engaging: Break the mold of boring meetings by fostering a relaxed, open atmosphere without resorting to gimmicks.
- Encourage open communication: Listen to ideas from all team members, adapt your style to individuals, and avoid always having the last word.
8. What does Richard Templar say about hiring and developing talent in "Rules of Management"?
- Find the right people: Be very good at identifying not just the right skills, but the right personalities and attitudes for your team.
- Hire raw talent: Prioritize potential, intelligence, and energy over experience alone; nurture those who can grow.
- Make your team better than you: Invest in developing your team members so they can surpass your own abilities.
- Delegate and let go: Trust your hires, delegate responsibility, and avoid micromanaging.
9. How does "Rules of Management" by Richard Templar address dealing with conflict and discipline?
- Set clear boundaries: Establish and enforce key rules from day one, practicing zero tolerance for breaches that matter.
- Be ready to prune: Don’t hesitate to remove team members who consistently underperform or disrupt the group.
- Handle friction swiftly: Be sensitive to early signs of conflict and address them diplomatically before they escalate.
- Fairness and consistency: Treat everyone equally, avoid favoritism, and ensure discipline is applied uniformly.
10. What are Richard Templar’s views on motivation and recognition in "Rules of Management"?
- Praise and encourage: Use positive reinforcement liberally, both before and after achievements, to boost morale.
- Celebrate all wins: Recognize not just big successes but also small efforts and even honest failures.
- Personalize recognition: Tailor praise and encouragement to individual preferences and personalities.
- Foster a culture of support: Encourage team members to motivate and help each other, creating a collaborative environment.
11. What are some of the best quotes from "Rules of Management" by Richard Templar and what do they mean?
- "Management is an art and a science." – Success requires both technical skills and human understanding.
- "Build your team and then trust them to get on with it." – Effective delegation and trust are key to high performance.
- "If you don’t set the standard, raise the tone, be the person you want your team to be, then you won’t be a truly great manager." – Managers must lead by example in all things.
- "No money, no business. No business, no job." – Always keep the bottom line in focus and prioritize what drives results.
- "If you always do what you’ve always done, you’ll always get what you’ve always gotten." – Emphasizes the need for innovation and adaptability.
12. How can I apply the advice from "Rules of Management" by Richard Templar in my daily work?
- Start with self-awareness: Regularly assess your own habits, strengths, and weaknesses, and seek feedback to improve.
- Implement rules gradually: Choose a few rules that resonate most and consciously practice them until they become habits.
- Focus on relationships: Build trust, respect, and open communication with your team, peers, and superiors.
- Stay adaptable and keep learning: Be open to change, new ideas, and continuous personal and professional development.
- Balance work and life: Remember to go home, manage stress, and maintain a healthy perspective on your role as a manager.
Review Summary
The Rules of Management receives mostly positive reviews, with an average rating of 3.88/5. Readers appreciate its concise, practical approach to management principles, covering both team and self-management. Many find it useful for both new and experienced managers, praising its straightforward style and actionable advice. Some reviewers note that while the content is valuable, the writing can be simplistic. The book is commended for its comprehensive coverage of management topics and its ability to remind readers of important practices they may have overlooked.
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